Detalhes bibliográficos
| Ano de defesa: |
2013 |
| Autor(a) principal: |
Urbanavicius Júnior, Vladas
 |
| Orientador(a): |
Lima, Edmilson de Oliveira
|
| Banca de defesa: |
Martens, Cristina Dai Prá
,
Costa, Benny Kramer
,
Escrivão Filho, Edmundo
|
| Tipo de documento: |
Tese
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Nove de Julho
|
| Programa de Pós-Graduação: |
Programa de Pós-Graduação em Administração
|
| Departamento: |
Administração
|
| País: |
BR
|
| Palavras-chave em Português: |
|
| Palavras-chave em Inglês: |
|
| Área do conhecimento CNPq: |
|
| Link de acesso: |
http://bibliotecatede.uninove.br/tede/handle/tede/707
|
Resumo: |
Facing the difficulties of structuration, micro and small companies (MPE), many chiefs choose forming a direction team, either to expand the working possibilities or in order to solve other organizational needs. The activities and relations between these direction teams are featured by informality and also by wealth ways of communication among the people from internal environment or external to the organization. This paper has the general objective to describe how strategic conversations between co-directors and people out of reach of direction, contribute to the development of strategies in MPEBT, focusing on selected cases. The sample of this research is composed of three technological companies chosen under standards determined in the research. The methodological approach is describable and has its basis on qualitative methods of research, based on multi-case study (Eisenhard, 1989). The data compilation has been made mainly by participant observation and interviews. Its analysis includes stages of intra-case and inter-case analysis, according to recommendations of Miles and Huberman (1994), and Lima (2010). The results of this research show that co-directors have strategic conversations with external interlocutors, and that through these conversations, gather important information to the company s competitive edge management. Among the main external interlocutors which have strategic conversations with co-directors there are: people related to institutions of support and fomentation, client company s manager, consultant, partner business executive, family people and supplier. It is possible to conclude from this research that some characteristics as closeness in relations between co-directors and external interlocutor, the skill of communication and comprehension of the strategy from the members of the direction team and the activity practiced by external interlocutor are strongly related to the development of strategic conversations, with its content and its influence on direction teams. |
